Structural Deficit
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 29.3% | 26 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 21.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 23.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 12.3% | 36 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 12.4% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 9.4% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 11.5% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 14.0% | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 4.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 3.8% | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 6.6% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 51.7% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY SIEGLER | Board Member | 29.3% of Rev | ||
| JASMINE AHMED | Board Member | — | ||
| PAMELA ANDERSON | Board Member | — | ||
| BILL BARONI | Board Member | — | ||
| DR WILLIAM B DRAKE JR | Board Member | — | ||
| MR PETER PERLMAN | Board Member | — | ||
| JUDITH E RINEARSON ESQ | Board President | — | ||
| SHERRY WRIGHT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY SIEGLER | Executive Director | 28.4% of Rev | ||
| JUDITH ERINEARSONESQ | Board President | — | ||
| PAMELA ANDERSON | Treasurer | — | ||
| DR WILLIAM B DRAKE JR | Board Member | — | ||
| PETER PERLMAN | Board Member | — | ||
| TERI THOMPSON | Board Member | — | ||
| SHERRY WRIGHT | Board Member | — | ||
| BILL BARONI | Board Member | — | ||
| JOE LAMENDOLA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY SIEGLER | Executive Director | 25.3% of Rev | ||
| JUDITH ERINEARSONESQ | Board President | — | ||
| MYRA LEIGH TOBIN | Treasurer | — | ||
| PAMELA ANDERSON | Board Member | — | ||
| DR WILLIAM B DRAKE JR | Board Member | — | ||
| PETER PERLMAN | Board Member | — | ||
| TERI THOMPSON | Board Member | — | ||
| SHERRY WRIGHT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY SIEGLER | Executive Director | 25.3% of Rev | ||
| JUDITH ERINEARSONESQ | Board President | — | ||
| MYRA LEIGH TOBIN | Treasurer | — | ||
| PAMELA ANDERSON | Board Member | — | ||
| DR WILLIAM B DRAKE JR | Board Member | — | ||
| PETER PERLMAN | Board Member | — | ||
| TERI THOMPSON | Board Member | — | ||
| SHERRY WRIGHT | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (0 vs. 31).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
What's driving this score
- Comp-to-revenue ratio of 29.3% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 29.3% to under 22% of revenue — would move governance score by ~15 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.